Lessons are collected from individuals, projects and programs, or supporting organizations, primarily at the center level. The content of LL systems in the NASA environment are discoverable and searchable across the agency to the broadest extent possible. Lesson recommendations are assessed for potential changes to policy, procedures, guidelines, technical standards, training, education curricula, etc.
Each DOE employee, contractor, and subcontractor is a valuable source of knowledge, information, and learning that can be tapped to provide enormous benefits - cost savings, improved safety, greater productivity, and better results. These benefits can be multiplied across the complex if information is effectively shared and employees are committed to using the LL information.
One of the primary goals of the LL program is, therefore, to link these initiatives to make accessing and sharing information across sites and programs easy. The Air Force LL program exists to enhance readiness and improve combat capability by capitalizing on the experiences of Airmen. An LL is defined as an insight gained that improves military operations or activities at the strategic, operational, or tactical level and results in long-term, internalized change to an individual, group of individuals, or an organization.
Past experiences also assist senior leaders in programming, budgeting, and allocating resources to make changes to doctrine, organizations, training, materiel, leadership and education, personnel, and facilities. An LL is not a compliance "report card," nor is it automatically accepted and implemented without the scrutiny of warfighters and functional experts.
Help parents prepare their daughters for the temple endowment, full-time missionary service if the young women desire , temple marriage, and motherhood. Leaders should be sensitive to youth who lack family support for gospel living. Parents and leaders strive to be good examples to the youth. They mentor youth in their efforts to become more like Jesus Christ. The Children and Youth program can help in these efforts see ChildrenandYouth.
Young Women leaders and class presidencies encourage young women and their families to learn the gospel at home. Leaders study the gospel and share with the young women what they learn. They invite class members to share at church what they are learning at home. Young Women classes meet on Sundays to strengthen faith, build unity, strengthen families and homes, and make plans to accomplish the work of salvation and exaltation. Class presidencies, supported by adult leaders, plan Sunday meetings.
Class meetings are held on the second and fourth Sundays of the month. They last 50 minutes. A member of the class presidency conducts.
She leads the class in reciting the theme and counseling together about assignments and other matters. A class member or adult leader then leads gospel instruction. Class presidencies counsel with adult leaders about who should teach. If a ward has more than one Young Women class, they meet separately. However, they may meet together when there is a special need. Young women and young men may occasionally combine for a Sunday lesson, as coordinated by the bishopric and the Young Women presidency.
Young women are encouraged to participate in seminary see Class presidencies, supported by adult leaders, plan service and activities. These should help accomplish the work of salvation and exaltation. Service and activities should build testimonies, strengthen families, foster class unity, and provide opportunities to bless others. They should be balanced among four areas of personal growth: spiritual, social, physical, and intellectual.
Most youth activities are held at times other than on Sundays or Monday evenings. They are usually held weekly. In some areas, distance, safety, or other factors make weekly activities impractical. In these areas, activities may be held less often, but they should generally be held at least monthly. Some service and activities should include both young men and young women, especially for older youth.
Youth can benefit from socializing in larger groups. The youth in two or more wards may occasionally meet together for service and activities. Stakes or districts may occasionally plan service and activities for youth. Adult leaders help ensure that activities are safe see safety. At least two responsible adult leaders should be present at all activities see For more information, see YoungWomen.
See also JustServe. These resources provide service and activity ideas. Annual Activities. In addition to regular youth activities, young women may also participate in the following each year:.
A meeting for youth and their parents near the beginning of the year. It can be held for young men and young women separately or together. It can also be held at the ward or stake level. It is planned and led by the assistants to the bishop in the priests quorum and the presidency of the oldest Young Women class.
Young women turning 12 during the year may receive their emblems of belonging during this meeting see For more information, see ChildrenandYouth. Young women may participate in additional overnight camps, events, and activities throughout the year, where feasible. At least one activity emphasizing the standards in For the Strength of Youth. This event could include both young men and young women. Parents may also be invited. Age Requirements.
They may attend dances, youth conferences, and FSY conferences beginning in January of the year they turn However, they should be at least 16 before dating see For the Strength of Youth [], 4.
Paying for Activities. Activities, including supplies, are paid for by the ward budget. Travel and expenses should not be excessive.
As an exception, if the ward budget does not have enough money to pay for multiday activities, such as camps, leaders may ask participants to help pay for them. However, a young woman should not be prevented from participating if she cannot help pay. If more money is still needed, the bishop may authorize one fundraising activity each year see The bishopric ensures that the budget and activities for young women and young men are sufficient and equitable. Budget for the young women is based on the number of young women in the ward.
Budget for Aaronic Priesthood quorums is based on the number of young men in the ward. See FSY. In their efforts to become more like the Savior, youth are invited to set goals to grow spiritually, socially, physically, and intellectually see Luke Youth seek inspiration to discover what they need to work on. With help from parents, they make plans, act on their plans, and reflect on what they learn. Leaders also offer support as needed. Parents and leaders may suggest goals, but they allow youth to seek their own inspiration about what goals to pursue.
Youth are encouraged to complete at least two goals in each of the four areas each year. Young women should have regular opportunities to serve others in and with their families, during youth activities, and on their own.
Ideas for service are available at ChildrenandYouth. Where it is available, JustServe. Ministering is caring for others as the Savior would. Young women may receive ministering assignments beginning in January of the year they turn For more information, see chapter These teams provide an Army Forces ARFOR commander with the capability to conduct liaison with subordinate or parallel joint and multinational headquarters within the operational area.
FM scales down the size of the support area and adds a consolidation area. The consolidation area will be assigned to a maneuver brigade or division. This enables the maneuver enhancement brigade MEB to perform its traditional mission and focus efforts on operations in the support area.
FM formalizes the requirement for divisions and corps to establish a SACP its doctrinal name, which is used throughout this handbook to assist in controlling operations in the support and consolidation areas. This handbook provides divisions, corps, and their enablers several ways to implement recent guidance and doctrine for mission command in their support and consolidation areas. It provides the new doctrine that has been released in FM as well as examples of how divisions and corps have employed their SACPs.
As the CALL deputy, I am wearing a couple hats this summer while we wait for the new director to arrive. As you can imagine, we are very engaged during this transition period, with collections ongoing and our work on publications focused on providing you with relevant and timely information from the field.
Finally, check out ways the combat training centers are adapting to the COVID environment and how you can better prepare yourself and your unit for the next CTC rotation. This edition also includes input from the Combat Training Centers and best practice and after action report submissions.
However, the Division deployed during a period of transition to a new Headquarters construct within the Combined Joint Task Force CJTF , and found itself rapidly adjusting to a change of mission once on the ground. The Division staff was instrumental in shaping the new CJTF Headquarters and played key roles in understanding the operational environment and operationalizing the Reliable Partnership plan.
The books draw their name from a quote from MG George S. Patton in To be a one-handed puncher. By that I mean the rifleman wants to shoot, the tanker to charge, the artilleryman to fire That is not the way to win battles. If the band played a piece first with the piccolo, then with the brass horn, then with the clarinet, and then with the trumpet there would be a hell of a lot of noise but no music.
To get harmony in music each instrument must support the others. To get harmony in battle, each weapon must support the other. Team play wins.
You musicians of Mars Must come into the concert at the proper place and at the proper time. This volume tells a story of synchronization from the maneuver team commander's perspective. It is not intended to be the perfect solution, rather a story showing the critical tasks that most commonly cause units to not meet their training objectives. The characters and the battles are fictional, the story is not. The successes and failures are found everyday as units around the world train for their concert with Mars.
Our intent is for the reader to finish with a better understanding of synchronization and how better to prepare themselves and their soldiers to become "Musicians of Mars. Expect to see our products and collections reflect that change as we support exercises and deliver handbooks and other publications.
As the new Director of the Center for Army Lessons Learned, my principal goal is to continue our organization? Our Army? I was very good at conducting unit After Action Reviews and implementing unit-level changes, but was not good at informing the Army institution through writing articles to periodicals and submitting After Action Reports to CALL and others to use in driving necessary changes for problem resolution and to share best practices for adoption by others.
This is an inherent responsibility for every member of the Army and particularly for Commanders. The better we do at this the more ready and lethal we will be. Learn from my lesson and do better at this than I did. What topics should we be covering? How can we keep you informed on trends in the force? We have always listened, and whenever possible, we have taken steps to drive change and improve our processes.
On this note, I am pleased to announce an upcoming product that incorporates two feedback initiatives. Further, we are making it available via our new pre-order capability. Now you can visit our CAC-enabled website, select items for pre-order, and have those products sent directly to your unit as soon as they arrive at the Army Training Support Center warehouse.
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